With the rapid introduction of new technologies and
information systems, the world of many managers is becoming increasingly
unnatural. More and more, it is becoming possible to 'fit' together real
life with computer-based systems. Marion Devine looks at a new form
of computer-simulated learning.

Artificial intelligence is becoming an increasingly valid way of
tackling organisational problems, but so far this has only taken the form
of small, restricted expert systems. Now, a training tool called AROUSAL
binds the worlds of reality and computer even closer, and signals a revolutionary
new direction for management development. AROUSAL stands for 'a real organisation unit simulated as
life'. The system is a highly sophisticated model of a medium sized organisation.
It has a number of applications, ranging from aiding succession planning
by identifying future leaders, to helping managers to adapt to change and
to come to understand the strategic and organisational implications of
decision making. In its present form, AROUSAL is centred on the construction
industry, but it is capable of adaptation to a wide range of businesses
and industrial setting. In the last four years, nearly 1000 managers have
used AROUSAL and an executive development programme is now held regularly
at Stanford University, USA. This new training approach originated with
Peter Lansley, formerly a researcher at Ashridge Management School and
now a reader in the construction management department at Reading University.

Games, gimmicks and theoryLansley attempted to develop a form of training which dealt with
the issue of rapid change, which causes managers and specialist staff to
feel confused about their roles and decision-making ability. He also aimed
to help people adopt new approaches to work and cope with mass information. He based his simulated model on the learning methods most
popular with managers. 'Managers dislike games, gimmicks, lectures and
theory. They prefer involvement and participation in a realistic context,
active rather than passive learning, diagnosing problems and finding solutions.' Although simulated training exercises exist in areas such
as marketing and decision making, Lansley developed these techniques one
stage further by simulating a medium sized contracting company.

'I have tried to take the world of the manager and, through simulation,
expand it by giving him or her opportunities to learn and use new skills',
he commented. Too often, managers are technically very competent
but less strong in organisational and managerial issues.
‘Through taking
the reins of a business, new horizons appear and their understanding of
their industry widens slowly'. This has proved particularly helpful
to managers who have come up through a single function or discipline. General and middle managers are not the only ones to benefit.
'As you see your actions fitting together and working, you become more
and more involved', says the managing director of a small company recently
taken over by a large group. The director was sent on the course to help
him break out of his specialist field, to form good working relationships
with the directors of the other subsidiaries, and to learn about the group's
style of management and corporate identity.

Too close for comfortExperience has shown the danger of making the model too close to
reality for comfort. Lansley now tries to create a working environment
closely related to, yet still removed from, the actual work situation.
Trainees are therefore prevented from feeling too inhibited, or feeling
that they are 'on trial' for promotion to leadership positions. Reading University runs courses all year. As an introduction,
participants watch a video of a Portsmouth construction company (a real
example is used). The scene is set as the directors of the company speak
candidly about themselves, their colleagues and some of the organisation's
problems. Trainees divide into teams of four and begin to formulate strategies
for the company's medium term future. After discussion about strategic
planning and teamwork, the teams choose board positions and take the reins
of the company.

Learning to work in a team is often a particularly crucial
lesson. Many managers discover for the first time that they need to have
a proper team behind them. Tackling a problem with managers from widely
differing technical backgrounds both increases a trainee's knowledge and
demonstrates the value of a multi-disciplined approach to business.

Dealing directOne section of the databank contains information about potential
contractor deals. The directors have to tender for business and decide
whether they should expand into new markets. To help them, the results
of similar bids in the past and the current market rates are stored. Lists
of standard markets are also stored. 'When they examine their market focus,
they often have to overcome their own prejudices and analyse market trends
instead,' Lansley comments. Not everything that happens in an organisation can be represented
statistically. Informal information networks are just as important as formal
ones, so the databank simulates rumours about problems with work projects
and gossip about the performance of staff. The rest of industry has been slow to wake up to the unique
advantages that this type of training offers. One reason is that training
managers find the idea that an organisation can be encapsulated in this
way both challenging and disturbing. Attitudes are changing, albeit gradually,
and Lansley is currently involved in building new data bases to apply the
system to other industries. But there is a limit to what one man can achieve.
Lansley recognises that if this form of training is to take off, organisations
have to supply him with data for the system and staff for him to train.
If companies genuinely want to help their managers adapt to change, they
have to be willing to try new methods themselves.

Marion Devine is Co-editor of Businesswoman and an
established management journalist